Published PapersLampel, Joseph.,Bhalla, Ajay., Ramachandran, Kavil. (2017) "Family Values and Inter-Institutional Governance of Strategic Decision Making in Indian Family Firms", Asia Pacific Journal of ManagementRead Abstract >Close >In this paper we use new venture creation in Indian family firms to explore the family
firm as an inter-institutional system. We argue that in societies where the traditional
family dominates social and economic life, the relationship between the two institutions,
the firm and the family, is managed via inter-institutional logics. These inter-institutional
logics help reconcile the tensions that often arise in the family firms during strategic
decision-making. We use archival and interview data on thirty-six new ventures in
eight Indian family firms to identify these logics. Our analysis shows that the
interaction between firm and family institutional logics in Indian family firms generates
four sub-logics: Economic, Expertise, Reputation and Attachment. These four logics
are used to frame and screen new venture opportunities and justify resource allocation
Published PapersRamachandran, Kavil. (2014) "Institution Building: Experiences, Lessons and Challenges", The IUP Journal of Management Research, , Vol. XIII (No 1, 2014)
Published PapersRamachandran, Kavil., Marisetty, Vijay Bhaskar.,,. (2009) "Governance Challenges for Family Controlled Firms while Globalizing", The Indian Journal of Industrial Relations, 45 (1), 54-61
Published PapersRamachandran, Kavil., Ray, Sougata. (2006) "Networking and Resource Strategies in New Ventures: a study of information technology start-ups", Journal of Entrepreneurship, 15 (2), 146-168Read Abstract >Close >While the network theory and the resource-based view of the firm has emerged as a dominant paradigm of management research, entrepreneurship researchers continue to show limited interest in studying resource strategies and the role of network in building dynamic capabilities in entrepreneurial start-ups. Scant discussion is available in extant literature on the dynamics of new venture resource strategy to explain how entrepreneurs continuously augment, manage and develop resources to match the shifting product-market strategy and use networks in doing so on a sustainable basis. This article, based on an analysis of two Information Technology (IT) start-ups, explores the innovative and dynamic resource and networking strategies such firms follow. An attempt has been made to conceptualise and explain how these firms maintain flexibility in resources by using the network mode of organisation in order to avoid strategic rigidity and craft strategies that are suited to the high velocity environment. Several propositions have been developed and practical implications have been drawn in this regard.
Published PapersRamachandran, Kavil., T P Devarajan, Ray, Sougata. (2006) "Corporate Entrepreneurship: How?", Vikalpa, 31 (1), 85-97Read Abstract >Close >Most organizations find that their ability to identify and innovatively exploit opportunities decreases as they move from the entrepreneurial to the growth phase. However, the key to success in the highly competitive and dynamic environment that most companies presently operate in is to retain this ability. Therefore, companies need to adopt an entrepreneurial strategy — seeking competitive advantage through continuous innovation to effectively exploit identified opportunities — in order to sustain and grow under such circumstances. For such a strategy to succeed, companies should develop an enabling economic and political ecosystem that does not impede small or large scale redeployment of resources in new ways towards creative, entrepreneurial ends. Companies have a range of options to choose from to achieve this objective. At the one end of this option spectrum is ‘focused entrepreneurship’ wherein specific innovation initiatives are created with the rest of the organization insulated from them. At the other end is a managerial approach that leads to the creation of ‘organizationwide entrepreneurship.’ Entrepreneurship in such organizations is a shared value and drives managerial behaviour in conscious and subconscious ways and creates an entrepreneurial spirit organization-wide. Many mature organizations, unwilling to alter the status quo, tend to create focused initiatives that are mandated to identify and exploit new opportunities. While such focused initiatives may stimulate innovation, the very nature of their design erects barriers between the existing organization and the innovation effort. This makes it difficult for the organizations to access and leverage the existing capability base and to integrate new initiatives back into operational activity.